Sentences with phrase «on supply management»

Provided technical guidance to supply management to mid and senior level staff on supply management.

Process strategy Process strategy means pay more attention on the supply management to achieve efficiency with the help of managing a broad group of logistic activity.

Trade Minister Michael Fortier asserted at the negotiations that «our position on supply management will not change,» but this assertion did not have to be tested since the key players walked away from the table.

Particularly in the dairy, egg, turkey, and chicken sectors, farmers rely on supply management to keep product prices high.

Not exact matches

The Institute for Supply Management survey published on Tuesday also showed shortages of skilled workers, which together with the...

The Institute for Supply Management's Manufacturing Index is also something that Marple advises to keep a close eye on, as it gives a lead on economic growth by one or two months.

Ensure that you have people on your team who can connect you to financial resources, customers, markets, suppliers and management.

The news underscores how Amazon is focused on winning India's fledgling e-commerce market, and the offer could be a ploy to block Walmart from bringing its expertise in logistics and supply chain management to Flipkart, people familiar with the matter said.

Supply chain management and the closely related concept of logistics underpin business and corporate strategy and objectives and guide decisions on market share, investment, continuous improvement processes and assets.

These activities can include procurement / supplier activities, transportation, warehousing, inventory management, customer service, depending on the interests of participants.

Canada's participation in the Trans - Pacific Partnership (TPP) free - trade deal has brought supply management, which imposes high import tariffs on dairy and poultry products, to the fore.

«It's a bit of an investment, but we felt it was a long - term investment that's pennies on a piece, but the right thing to do,» said Ann Ardizzone, Alaska Airline's vice president of supply chain and risk management.

With the provinces gaining enhanced ability to dictate trade negotiations, and with Quebec and Ontario heavily invested in supply management, Ottawa is going to have to find new ways to deliver on trade deals that individual provinces dislike.

iBwave knew the Canadian market wasn't large enough, so, in 2004, the firm's management decided to risk $ 15,000 on a booth at a small Miami trade show that drew mobile carriers and equipment suppliers.

More than ever, software companies and consultancies are trying to sell small businesses on supply - chain management.

«In addition to Canada's 270 percent tariff on milk, a program called the «Class 7» pricing program, a market - distorting supply management system, has caused severe pain to New York dairy producers like Avon's Anderson Farm and their fellow Upstate Niagara Co-Op dairies since it came into force last year,» Schumer said earlier this week.

He suggested that, based on his analysis of the Institute for Supply Management's (ISM) survey, we're quite late in the Business Cycle.

The panel was divided, however, on the issue of North American companies imposing management standards on foreign suppliers.

«On our end we are going to vigorously defend supply management,» Couillard said, adding Quebec's farmers have already given up market share for other recently negotiated trade deals.

Today, even the smallest enterprise hands over back - office functions to outsiders, interacts with suppliers and clients through joint supply - chain management systems or uses software applications that live on the Internet.

The Harper government has a laudable record on free trade, but its support for TPP appears to be wavering, largely over a political need to maintain Canada's system of supply management for dairy products.

It says that while blockchain - inspired technology could be used to bring transparency to supply chain management, it could be hard to guarantee that goods really were delivered as specified on the blockchain.

Important factors that could cause our actual results and financial condition to differ materially from those indicated in the forward - looking statements include, among others, the following: our ability to successfully and profitably market our products and services; the acceptance of our products and services by patients and healthcare providers; our ability to meet demand for our products and services; the willingness of health insurance companies and other payers to cover Cologuard and adequately reimburse us for our performance of the Cologuard test; the amount and nature of competition from other cancer screening and diagnostic products and services; the effects of the adoption, modification or repeal of any healthcare reform law, rule, order, interpretation or policy; the effects of changes in pricing, coverage and reimbursement for our products and services, including without limitation as a result of the Protecting Access to Medicare Act of 2014; recommendations, guidelines and quality metrics issued by various organizations such as the U.S. Preventive Services Task Force, the American Cancer Society, and the National Committee for Quality Assurance regarding cancer screening or our products and services; our ability to successfully develop new products and services; our success establishing and maintaining collaborative, licensing and supplier arrangements; our ability to maintain regulatory approvals and comply with applicable regulations; and the other risks and uncertainties described in the Risk Factors and in Management's Discussion and Analysis of Financial Condition and Results of Operations sections of our most recently filed Annual Report on Form 10 - K and our subsequently filed Quarterly Reports on Form 10 - Q.

Among the factors that could cause actual results to differ materially are the following: (1) worldwide economic, political, and capital markets conditions and other factors beyond the Company's control, including natural and other disasters or climate change affecting the operations of the Company or its customers and suppliers; (2) the Company's credit ratings and its cost of capital; (3) competitive conditions and customer preferences; (4) foreign currency exchange rates and fluctuations in those rates; (5) the timing and market acceptance of new product offerings; (6) the availability and cost of purchased components, compounds, raw materials and energy (including oil and natural gas and their derivatives) due to shortages, increased demand or supply interruptions (including those caused by natural and other disasters and other events); (7) the impact of acquisitions, strategic alliances, divestitures, and other unusual events resulting from portfolio management actions and other evolving business strategies, and possible organizational restructuring; (8) generating fewer productivity improvements than estimated; (9) unanticipated problems or delays with the phased implementation of a global enterprise resource planning (ERP) system, or security breaches and other disruptions to the Company's information technology infrastructure; (10) financial market risks that may affect the Company's funding obligations under defined benefit pension and postretirement plans; and (11) legal proceedings, including significant developments that could occur in the legal and regulatory proceedings described in the Company's Annual Report on Form 10 - K for the year ended Dec. 31, 2017, and any subsequent quarterly reports on Form 10 - Q (the «Reports»).

Stephen Harper can blame it on Europe if he must, but supply management has to go.

The Institute for Supply Management (ISM) survey published on Tuesday also showed a jump in the cost of raw materials, with prices for steel and other materials increasing because of tariffs imposed by the Trump administration.

One major Fortune 500 automotive company cited in the report uses Sharepoint for document repository, Lync for collaboration, two separate document management systems and email for collaborating on critical business processes, such as managing supplies for a new product development initiative.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

I spoke with the emergency - management specialist for the City of Beaumont, who told me that beginning on September 1, there was limited water supply flowing through the pipes, and that water (though there was a boil notice on it) was available to the prison.

From the Institute for Supply Management: April 2018 Non-Manufacturing ISM Report On Business ®

Thoughtful management on both the demand side and the supply side can smooth the transition.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

Today's supply management boards result from 1960s - era federal and provincial legislation which allows for national production limits on milk, for example, which then are apportioned among the provinces.

A new study shows retailers plan to increase spending on supply - chain management to expand omnichannel capabilities and upgrade technology.

The ISM Nonmanufacturing index based on surveys of more than 400 non-manufacturing firms» purchasing and supply executives, within 60 sectors across the nation, by the Institute of Supply Management supply executives, within 60 sectors across the nation, by the Institute of Supply Management Supply Management (ISM).

GOIS is designed for end - to - end supply chain and logistics management with an ultimate aim is to minimise stock - outs and maximising sales by offering web and mobile accessibility to continue your business operations on the go.

Travel managers» perspective on AI via a survey and interviews; AI in action via case studies; its effect on booking, expense management and buyer - supplier relationships; and supplier initiatives across hotels, airlines and ground transportation, including self - driving cars.

Companies surveyed for the Institute for Supply Management's services index released on Wednesday said that while they're still expanding, they're worried about the tariffs and volatile swings in prices for lumber, steel and aluminum that make planning difficult.

Let's put our costly dairy supply - management, a perennial U.S. target, on the table in return for better procurement access, including shipbuilding.

The Institute for Supply Management said on Thursday its national nonmanufacturing index fell for a third straight month in April.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

On Maxime Bernier's proposal to get rid of supply management for Canadian dairy, poultry and egg farmers, Lisa Raitt says making that vow before it comes up during international trade talks amounts to «offering [farmers] up on a silver platter.&raquOn Maxime Bernier's proposal to get rid of supply management for Canadian dairy, poultry and egg farmers, Lisa Raitt says making that vow before it comes up during international trade talks amounts to «offering [farmers] up on a silver platter.&raquon a silver platter.»

For Flipkart, the stake sale to Walmart would give it more power to take on Amazon and provide access to a partner that has experience in retail, logistics and supply chain management.

It hurts Canadian manufacturers and other exporters because Canada's insistence on protecting supply management puts Canada at a disadvantage in every trade negotiation, hindering access to international markets.

BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry, and the company's previously disclosed review of strategic alternatives.

For more on why the industry's defence of supply management doesn't stand up to scrutiny, and how to dismantle the system in a way that is beneficial to all involved, visit www.macleans.ca/tag/supply-management/ over the following week for more from Martha Hall Findlay.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

New Zealand has long hoped Canada would change its ways, even insisting in 2011 Ottawa could not join the Trans - Pacific Partnership talks unless it put its «supply management» protections on the table.

B22 includes a focus on FinTech (9 companies), Data (7 companies), and Digital Health (4 companies), with other startups ranging from facial recognition to supply chain management to the largest global community of motorcycle riders.

Actual results may vary materially from those expressed or implied by forward - looking statements based on a number of factors, including, without limitation: (1) risks related to the consummation of the Merger, including the risks that (a) the Merger may not be consummated within the anticipated time period, or at all, (b) the parties may fail to obtain shareholder approval of the Merger Agreement, (c) the parties may fail to secure the termination or expiration of any waiting period applicable under the HSR Act, (d) other conditions to the consummation of the Merger under the Merger Agreement may not be satisfied, (e) all or part of Arby's financing may not become available, and (f) the significant limitations on remedies contained in the Merger Agreement may limit or entirely prevent BWW from specifically enforcing Arby's obligations under the Merger Agreement or recovering damages for any breach by Arby's; (2) the effects that any termination of the Merger Agreement may have on BWW or its business, including the risks that (a) BWW's stock price may decline significantly if the Merger is not completed, (b) the Merger Agreement may be terminated in circumstances requiring BWW to pay Arby's a termination fee of $ 74 million, or (c) the circumstances of the termination, including the possible imposition of a 12 - month tail period during which the termination fee could be payable upon certain subsequent transactions, may have a chilling effect on alternatives to the Merger; (3) the effects that the announcement or pendency of the Merger may have on BWW and its business, including the risks that as a result (a) BWW's business, operating results or stock price may suffer, (b) BWW's current plans and operations may be disrupted, (c) BWW's ability to retain or recruit key employees may be adversely affected, (d) BWW's business relationships (including, customers, franchisees and suppliers) may be adversely affected, or (e) BWW's management's or employees» attention may be diverted from other important matters; (4) the effect of limitations that the Merger Agreement places on BWW's ability to operate its business, return capital to shareholders or engage in alternative transactions; (5) the nature, cost and outcome of pending and future litigation and other legal proceedings, including any such proceedings related to the Merger and instituted against BWW and others; (6) the risk that the Merger and related transactions may involve unexpected costs, liabilities or delays; (7) other economic, business, competitive, legal, regulatory, and / or tax factors; and (8) other factors described under the heading «Risk Factors» in Part I, Item 1A of BWW's Annual Report on Form 10 - K for the fiscal year ended December 25, 2016, as updated or supplemented by subsequent reports that BWW has filed or files with the SEC.